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Client versus consultant influence on client involvement in computer system selection projects: a two-actor model of the theory of planned behavior

By Guy G. Gable and Wynne W. Chin


The engagement of external IS professionals to supplement in-house resources is a widespread and growing practice. Limited prior research on consultant engagement suggests client involvement is a key factor of success. With the objective of better understanding the antecedents of client involvement in computer system selection consultancies, several variations on Ajzen and Madden.s theory of planned behavior (TPB) are tested. Appreciating the potential power of the consultant to facilitate or block client involvement, a major variation on perceived behavioral control is the inclusion of the consultant's attitude toward involving the client. The resultant two-actor model is tested using partial least squares and survey data from firms that engaged external consultants to assist with computer system selection. Client attitude alone has relatively low explanatory power. The findings highlight the non-volitional nature of client involvement and the power of the consultant to block or facilitate that involvement

Topics: 150499 Commercial Services not elsewhere classified, 080609 Information Systems Management, Consultant engagement, management consultants, IS/IT human resource management, package selection, computer system selection, outsourcing, client involvement, theory of reasoned action, theory of planned behavior, TRA, TPB
Publisher: Association for Information Systems (AIS)
Year: 2001
OAI identifier:

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